HR as a Strategic Business Partner

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    14-Jan-2015

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2013 HR Star Presentation by Susan Pyles

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  • 1. HR as a Strategic Business Partner Susan Pyles HR Star Conference 2013

2. support business goals with results- based HR initiatives connect HR-related activities to positive outcomes brand HR as a vital, strategic partner evaluate HRs impact on the organization increase HRs value to the business Agenda 3. Being strategic requires a shift in mindset. 4. Essential mindset shifts Past-focused Discipline-focused Authoritative Service provider HR person in a business Track & measure activities Future-focused Organizational perspective Consultative Business partner Business person in HR Results-based accountability 5. Use a 1-5 scale, with 1 = low (e.g. no, to a limited degree, rarely) 5 = high (e.g. yes, completely, all of the time) To what extent do you Base your decisions on data? Know what data is captured by your business partners? Design solutions that meet current and future business needs? Design solutions that meet current and future talent needs? Understand the operational and financial sides of the business? The Strategic Partner 6. Use a 1-5 scale, with 1 = low (e.g. no, to a limited degree, rarely) 5 = high (e.g. yes, completely, all of the time) To what extent do you Use verbal or written SLAs (Service Level Agreements)? Focus your communication on areas relevant to the business? Communicate with confidence, assertion, persuasion? Take and keep a company-wide perspective? Meet predefined goals (e.g. business, talent)? The Strategic Partner 7. Needed Competencies & Skills Working knowledge and practical application of the business HR meaningful metrics Leadership Creativity/Innovation Ability to position, engage, & develop the talent 8. Support business goals with results-based HR initiatives Meet them where THEY are, not where YOU are. Survey your business partners. Ask about them, their business, their needs. E.g. What measures are you being held accountable to? What will success look like in the future? What are your pain points? What is working? What do you attribute that to? What has improved in the past 2-3 years? What do you attribute that to? 9. Survey your business partners. Ask them how well you are meeting their needs. E.g. Where do I/we add the most value? What could I stop doing and no one would notice? What do I need to learn more about? How would you rate my effectiveness? What do you wish I did that I dont do now? Support business goals with results-based HR initiatives 10. Connect HR-related activities to positive outcomes An employee referral program that increases engagement scores Behavioral interviewing questions that increase retention rates within the first year New-hire training programs that increase accuracy rates Leadership training that increases the internal promotion rate Performance evaluations that increase customer satisfaction ratings Pay or rewards programs that increase achievement of stretch goals 11. Track, measure , and report metrics using a positive orientation. Report this Instead of this accuracy rate error rate cost savings expenditures % who attended/participated % absent % meeting/exceeding expectations % underperforming % improvement raw scores (if low) % retention % attrition Connect HR-related activities to positive outcomes 12. Brand HR as a vital, strategic partner HRs greatest opportunities to impact the business Employee Engagement: involvement with, commitment to and satisfaction with their work Employee Retention Culture Supervisory and Organizational Support Continuous Learning 13. 6 Word Stories: First heartbreak. 19 years wishing. Reunited! James Disputes between nations. Sorrow among families. Peter She was lovely. Then things changed. Ben Tan line on his ring finger? Good-bye. Ruby Create HRs 6 Word Story! Providing solutions that yield business results! Your trusted advisor for profitable solutions! Ask HR. We have the answers! Consult HR. Result: no more Ambien! :- ) Brand HR as a vital, strategic partner 14. Engagement scoressatisfaction with supervisors/managers Retentionof top talent Continuous learning% of learning plans completed Other Internal promotion rate % of positions filled via employee referral % of critical positions with a ready now successor % of employees whose pay and performance are aligned Evaluate HRs impact on the organization 15. Increase HRs value to the business Activities that drive effectiveness Understand HRs role in supporting the business Structure HR to meet changing needs Effectively prioritize HR programs/initiatives Establish and use metrics Position the talent to support current & future business needs Develop emerging leaders 16. There is a positive correlation between manager perception of HR/LR effectiveness and employee performance Front line manager perceptions 17. HR Front line & mid-level managers New hires Where to focus development

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